STRATEGIC INFORMATION SYSTEMS PLANNING
AND THE MANAGEMENT OF UGANDA
MARTYRS UNIVERSITY
A Thesis
Presented to the
College of Higher Degrees and Research
Kampala International University
Kampala, Uganda
In Partial Fulfillment of the Requirements for the Degree
Master of Business Administration (iT)
By:
Kule Abraham
M BA/42539/92/DU
October, 2012
DECLARATION A
“This thesis is my original work and has not been presented for a
Degree or any other academic award in any University or Institution of
Learning”.
Name and Signature of Candidate
<1:,l O/~l~Date
DECLARATION B
“I/We confirm that the work reported in this dissertation was
carried out by the candidate under my/our supervision”.
~ 3~&~i-h9 (~ _______________
Name and Signature of Supervisor Name and Signature of Supervisor
Date Date
APPROVAL SHEET
This thesis entitled” STRATEGIC INFORMATION SYSTEMS
PLANNING AND THE MANAGEMENT OF UGANDA MARTYRS
UNIVERSITY” prepared and submitted by Kule Abraham in partial
fulfillment of the requirements for the degree of Master of Business
Admi nistration(Information Technology) has been examined and approved
by the panel on oral examination with a grade of PASSED.
•~r~ J~~
Name and Sig. of Chair.•.n
~ ~~16AName and Sig of Supervisor Name an. ig. of Panelist
_________ (I\J~LLe14 /4~ ~Name and Sig. of Panelist Name and Sig. of Pane1I~t
Date of Comprehensive Examination: _____________________
Grade: _____________________
Name and Sig of Director, CHDR
Name and Sig of DVC, CHDR
DEDICATION
This work is dedicated to the researcher’s mum Mrs. Mary Byasaki
MUHINDO and his brother-in-law Mr. Joseph BALUKU and his wife Thereza
Baluku KJIZA.
iv
ACKNOWLEDGEMENT
The researcher is very grateful to God Almighty who has always
made his every effort possible. Secondly, this work would not have been
accomplished without the sponsorship from The International
Development Research Centre-Canada (IDRC) through the University Of
Nairobi School Of Informatics Southern Junior Researchers’ Awards in ICT
for Development. The award the researcher received from them made it
possible for him to study and carry out research without any hiccups. The
researcher could not have also accomplished without the contributions of
his academic mentors, friends and family members. In this regard the
researcher wishes to express his gratitude to his supervisor Dr. PETER
JEHOPIO for his intellectual guidance, support, continuous enthusiasm and
encouragement given to him at every stage of the study as well as his
ability to conceptualize and guide the study to the end. Your knowledge
and experience in the field of information systems gave an intellectual
shape of this study.
The researcher is also very grateful to the panelists Dr. Gulebyo
Muzamir said, Dr. Sekajugo Derrick and Dr. Nalela Kizito for the scrutiny
and guidance during defence.
On a similar note, researcher is also very grateful to the lecturers in
the College of Higher Degrees and Research for the knowledge imparted
throughout the course that the researcher was able to put to work to
accomplish this thesis.
The researcher is very grateful to Uganda Martyrs University
Management for allowing him to conduct this research from their
University. He is grateful as well to the respondents that provided the
information needed for this thesis.
V
ABSTRACT
The study assessed the effect of Strategic Information Systems
Planning (SISP) on the management of Uganda Martyrs University (UMU)
on five objectives :(1) To determine the profile of the respondents in
terms of departments and job description. (2) To investigate the
significant factors relevant to UMU for effective SISP. (3) To identify the
gaps of SISP in UMU. (4) Investigate the level of implementation of the
different tasks necessary for SISP in UMU. (5) To establish the relationship
between SISP and the management of UMU. The research employed a
descriptive correlation design, used a structured questionnaire to collect
data frcm 128 respondents, sample size determined using Sloven’s
formula. The data was analysed using frequencies, means and SPSS. The
findings reveal that: 1) Lectures and administrators form the majority of
UMU management with the management team as the least. 2) There are
significant factors necessary for an effective SISP. An absence or neglect
of one or more of these factors will have an effect on SISP. 3) UMU uses
bottom up methodology and ICT personnel for SISP. 4) Most of the tasks
used in SISP at UMU are poorly implemented. 5) There is a significant
relationship between SISP and the management of UMU. 6) SISP can
predict the level of management in UMU. The researcher recommends
that: 1) UMU should effectively use the critical success factors to achieve
an effective SISP process. 2) UMU should fill the gaps identified during
SISP. 3) UMU should use the Top-down approach for SISP. 4) UMU should
satisfactorily implement the different tasks of SISP to enhance its
Information Systems planning for better management of the University.
vi
LIST OF ACRONYMS
CSFs Critical Success Factors
DFD5 Data Flow Diagrams
ICT Information Communication Technology
IS Information Systems
ISP Information Systems Planning
IT Information Technology
Malaysian Administrative Modernization and
MAMPU Management Planning Unit
SISP Strategic Information Systems Planning
UMU Uganda Martyrs University
vii
TABLE OF CONTENTS
PRELIMINARY PAGES Page
DECLARATION A
DECLARATION B ii
APPROVAL SHEET iii
DEDICATION iv
ACKNOWLEDGENT v
ABSTRACT vi
LIST OF ACRONYMS vii
Chapter Page
One THE PROBLEM AND ITS SCOPE
Background of the Study 1
Statement of the Problem 2
Purposes of the Study 3
Research Objectives 3
Research Questions 4
Hypothesis 4
Scope 5
Significance of the Study 5
Operational Definitions of Key Terms 6
Two REVIEW OF RELATED LITERATURE 8
Concepts, Ideas, Opinions From Authors/Experts 8
Theoretical Perspectives 16
Related Studies 18
Three METHODOLOGY 22
Research Design 22
Research Population 22
Sample Size 22
Sampling Procedure 23
Research Instrument 23
Validity and Reliability of the Instrument 24
Data Gathering Procedures 25
viii
Data Analysis 26
Ethical Considerations 27
Limitations of the Study 27
Four PRESENTATION, ANALYSIS AND INTERPRETATION
OF DATA 28
Five FINDINGS, CONCLUSIONS, RECOMMENDATIONS 44
Findings 44
Conclusions 44
Recommendations 45
References 47
Appendices 51
Appendix I - Transmittal Letter 51
Appendix II - Informed Consent 52
Appendix Ill-Calculating sample 53
Appendix IV - Research Instrument 54
Researcher’s Curriculum Vitae 58
LIST OF TABLES
Table PageTable 1: Response rate 28
Table 2: Categories of respondent 30
Table 3: Factors for successful SISP 31
Table 4: SISP gaps 35
Table 5: SISP tasks 37
Table 6: Correlation analysis 42
Table 7: Regression analysis 43
LIST OF FIGURES
Figure Page
Conceptual framework 18
Seriousness of SISP factors 34
ix
CHAPTER ONE
THE PROBLEM AND ITS SCOPE
Background of the Study
Strategic Information Systems Planning has been a topic of
considerable importance and interest to Information System (IS)
professionals in both business and academic communities since the 1970s
(Pollack, 2010). Today, because information systems serve as the driver of
many organisational transformations, there is increased pressure on
organisations to leverage their investments in technology and information
systems. Pollack (ibid) states that success usually occurs when an
organisation is able to achieve congruence between information system
and organisational planning and this is achieved when the technical and
general managers of an organisation work collaboratively. The strategic
information system planning is intended to ensure that technology
activities are properly aligned with the evolving needs and strategies of
the organisation.
Information System Planning (ISP) has changed considerably since
its inception as an operational planning tool, expanding its scope to
address key business objectives and forging a link with strategic business
planning. A great deal of attention is focused on identifying and
developing strategic information systems (Hufnagel, 1987). Information
Technology (IT) has brought business practices a revolution and serves as
a significant element in business strategies (Lev, 2010). Information
Systems, enabled by sophisticated technology, among subsidiaries and
branches or even inter companies, can help enterprises adapt swiftly to
the ever changing business environment, providing new forms of design,
manufacture, distribution and customer services (Ibid, 2010).
In the process of IT, enterprises need an efficient and mature
Strategic Information Systems Plan (SISP). With a proper SISP,
1
enterprises can use IT more competitively, identify new and higher pay
back IT applications, and better forecast IT resources.
The SISP within educational institutions according to Lev (ibid) is of
primary significance for the successful integration of a campus wide
information system. Campus Wide Information System should integrate all
information into a single platform to ensure that academic and
administrative activities are managed systematically. In the context of
teaching and research, IT can facilitate the process of creating, sharing
and diffusing information.
Selemat, et al (2006) state that the objectives of SISP may include
aligning IT with business, gaining competitive advantage, identifying new
and higher pay back applications, identifying strategic applications,
increasing top management commitment, improving communications with
users, forecasting resource requirements, aligning IT resources,
developing an information architecture and increasing the visibility of IT.
In Uganda, several companies and universities are employing IT to
help in the management process. Uganda Martyrs University is no
exception to the employment of IT in its operations in view of fulfilling the
mission of being a university that makes a difference. It has fully fledged
departments of Information Systems and Information and Communication
Technology which are required to help the university to fully utilise the
Information Technology and different information systems to make a
difference in its management.
Statement of the Prob~em
Uganda Martyrs University has through the years strived to make a
difference in its core responsibilities of research, teaching and outreach.
There are however indicators that things are not going well because the
ICY services are going down, some leaders have been accused of
corruption and not planning well for its IT and IS (Abdu 2011). This in the
2
end leads to poor alignment of IT and Information Systems for the
university to achieve its mission.
Despite the importance of effective Strategic Information System
Planning on management, Uganda Martyrs University (UMU) does not
have an effective framework for Strategic Information System Planning.
The factors contributing to the lack of an effective framework for Strategic
Information System Planning in UMU and similar Institutions of higher
learning in developing countries have not been researched, reported on
and internalised by academicians.
Purposes of the Study
The purposes of the study were the following:
1. Determine the cause and effect of the two variables
2. Describe the relationship between strategic information systems
planning and the management of Uganda Martyrs University
3. Test the relationship of “no significant relationship between
strategic information systems planning and the management of
Uganda Martyrs University.
4. Determine if strategic information systems planning can predict
management of Uganda Martyrs University.
5. Bridge the gaps of previous studies and to validate existing
information based on the theory to which this study is based.
Generall: This study determined the correlation between strategic
information systems planning and the management of Uganda Martyrs
University.
Spedfic: The study further sought:
1. The demographic characteristics of the respondents in terms of:
1.1 Departments
3
1.2 Job description
2. The significant factors relevant to Uganda Martyrs University for
effective Strategic Information Systems Planning.
3. The gaps of Strategic Information Systems Planning in Uganda
Martyrs University.
4. The implementation of the different tasks necessary for Strategic
Information System Planning in Uganda Martyrs University
5. The relationship between Strategic Information Systems Planning
and the management of Uganda Martyrs University.
Research Quest~ons
The study was guided by the following questions:
1. What are the demographic characteristics of the respondents in
terms of:
1.1 Departments?
1.2 Job description?
2. What are the significant factors relevant to Uganda Martyrs
University for effective Strategic Information Systems Planning?
3. What are the gaps of Strategic Information Systems Planning in
Uganda Martyrs University?
4. Is there a significant relationship between Strategic Information
Systems Planning and the management of Uganda Martyrs
University?
NuN Hypotheses
1. There is no significant relationship between strategic information
systems planning and the management of Uganda Martyrs
University.
4
Scope
GeographicalscopeThe study was confined to Uganda Martyrs University (UMU) in
Uganda because UMU is one of the private Universities in Uganda with
meager resources yet investing in ICT and the researcher was interested
in a private university.
Theoretical scopeA contingency model by Bechor et al (2009) for estimating the
success of strategic information systems planning was the only underlying
theory in the study.
Content scopeThe researcher identified the gaps and deficiencies of Strategic
Information Systems Planning, investigated the significant factors and
their interrelationships relevant to UMU for effective Strategic Information
Systems Planning using a questionnaire, and developed a framework for
effective Strategic Information Systems Planning in UMU using observation
and document analysis.
Time scopeThe research was limited to the period between 2000-2010 when
the University started to invest heavily in Information and Communication
Technology.
Sign~flcance of the Study
The study was important because it identified the gaps and
deficiencies of Strategic Information Systems Planning in Uganda Martyrs
University (UMU); it made use of these gaps and deficiencies with the
proposition of respondents and insight from literature to propose a frame
work of an effective strategic information systems planning to the UMU
5
planners, since Strategic Information Systems Planning is very important
for management of the university.
The study also brings out the significant factors and their
interrelationships relevant to UMU for effective Strategic Information
Systems Planning.
The study brings out the relationship between Strategic Information
Systems Planning and the management of Uganda Martyrs University
which is good for the managers of the university.
The study showed that Strategic Information Systems Planning can
predict the levels of management of the university.
The study will instigate further research in the framework
developed if it could help in effective strategic information systems
planning in universities.
Operational Definitions of Key Terms
Contingency model is the underlying theory of this research where by
Strategic Information Systems Planning success is a result of the key
success factors.
Effectiveness is where strategic information systems planning will be
assessed on known criterion and see if it meets the required minimum
standards.
Significant factors are the key success factors and the strategic
information systems planning environment that enable effective strategic
information systems planning process in the university.
Strategic Information Systems Planning is the process of identifying
a portfolio of computer-based applications that will assist an organisation
in executing its business plans and realising its business goals. Carrying it
6
out is a critical challenge for many information systems and business
executives.
Management is how the university goes on with its core functions of
teaching, research and outreach as well as other daily routine activities
that require planning, directing, organizing and staffing.
7
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Concepts, Ideas, Op~n~ons From Authors/Experts
Strategk Information System P~ann~ng
Pollack (2010), states that Strategic information systems planning
was previously the work of technology and systems professionals but has
now changed to be a collaborative planning challenge of parties including
top managers, business unit managers, technology and systems
professionals, and sometimes external stakeholders. Indeed some
universities still have the traditional view of having the systems
professionals and technology to carry out Strategic Information Systems
Planning. It is important that planning becomes a partnership among
those with technical skills, information systems group, and the general and
functional managers of the organisation.
The planning process requires discussion, clarification, negotiation
and the achievement of a mutual understanding (Piccoli 2008; McNurlin,
et al.,2009). With today’s rapidly evolving technology advances, along with
the some what unpredictable emergence of new competitors brought
about by the Internet, organizations do not have a year to develop a plan,
several years to implement the plan, and a three to five year useful life for
the plan (Piccoli, ibid). Due to the rapidly changing technology
environment, Piccoli, ibid suggests that a sense and respond approach to
planning is appropriate. The intended result of the planning process is to
arrive at an Information System Strategy. Allen (2005) says that the
outcome document from this planning process should be a comprehensive
report along with plans for the development of systems oriented to some
future vision of the role of information systems within an organisation.
According to Malaysian Administrative Modernization and
Management Planning Unit (MAMPU) (2003), the planning process should
8
involve analysing the Business and ICT environment, develop ICT strategy
and develop implementation plan. These are the four important stages of
Strategic Information Systems Planning (SISP). Each stage consists
several phases which also comprise several tasks. This is similar to
Selemat, et al (2006) in the framework of SISP in higher institutions. For
them, SISP process will entail defining the SISP scope and the
implementation plan for the SISP project, analysing the university and ICT
environments, formulating the IS/IT strategy, formulating IS/IT
management strategy and implementation of SISP.
To have an effective strategic IS plan is far from easy. According to
Lederer and Sethi (1996) the critical success factors (CSFs) of the strategic
IS plan are identification of strategic applications, alignment of IT and
business needs, and improved communication about IT with users. Earl
(1993), Teo, Ang & Pavri (1997), Teo & King (1999) say the CSF5 are top
management involvement, top management support, good user-IS
relationship and business strategy being available. A significance of top
management in SIS planning has also been studied by Jarvenpaa and Ives
(1991) suggesting that executive involvement (a psyhological state) is
more strongly associated with the firm’s progressive use of IT than
executive participation (actual behaviors) in IT activities.
For Groznik & Spremic (2006), getting the top management support
for the planning efforts with having a clear cut corporate plan to guide the
IS planning efforts is a big challenge to SISP. Of great importance too is
the ability to obtain qualified personnel and having a good user
Information System relationship. The other challenges cited are mainly
related to planning that is time management, environment changes and
planning procedure.
9
Un~versity management
Management is generally defined as the art and science of getting
things done through others (Allen 1998). This definition emphasizes that a
manager plans and guides the work of other people.
Management in all business, universities and organizational
activities is the act of getting people together to accomplish desired goals
and objectives using available resources efficiently and effectively
(Wikipedia 2012). Management comprises planning, organizing, staffing,
leading or directing, and controlling an organization (a group of one or
more people or entities) or effort for the purpose of accomplishing a goal.
Resourcing encompasses the deployment and manipulation of human
resources, financial resources, technological resources and natural
resources.
Since organizations can be viewed as systems, management can
also be defined as human action, including design, to facilitate the
production of useful outcomes from a system. This view opens the
opportunity to ‘manage’ oneself, a pre-requisite to attempting to manage
others (Wikipedia, ibid).
Duke, (2002), says that management of a university is about
managing people, resources, cooperation, communication and using
Information Technology, managing the academic enterprise in terms of
research; curriculum, teaching and learning, quality and outreach in post
modern times.
On the other hand, Watson, (2000), says that management of a
university is all about managing the external perspectives, the internal
perspectives and managing strategy. External perspectives include the
management of the stakeholders, scanning the horizon, collaboration and
complementality, public relations and reputation positioning of the
university. The internal perspectives are about governance and the
10
planning framework. Managing strategy is about managing continuity and
change, optimizing the cooperation and ensuring satisfaction.
Strategic Information Systems planning and University
management
Several studies have been undertaken to find out how many
organizations are undertaking the strategic IS planning process. Lederer &
Sethi (1996), Pavri & Ang (1995), Teo, Ang & Pavri (1997) found that
S6percent, 48percent and 63 percent, respectively, of those surveyed had
a strategic IS plan. Similarly, Lev (2010), found out that 3 of the 5
institutions in Yangpu District had completed SISP integration, 1 was in
the integration stage and 1 in the planning stage. Groznik & Spremic
(2006) found out that over 50 percent of the responding companies in
Slovenia performed some form of SISP process.
Results from prior studies suggest that higher education institutions
still lack comprehensive strategic Information System Plans. For example,
according to Lev (2010), the university of California revealed that IT usage
at two universities in the USA lack comprehensive plans especially
regarding issues related to IT governance, funding and structure. A similar
research by Lev (2010), showed that most higher education intuitions in
Thailand lack understanding and experience of Strategic Information
System planning, which limits the progress of IT developments in most
institutions. The Malaysian Administrative Modernization and Management
Unit (MAMPU) found in 2005 that 7 of 48 private universities and colleges
in Malaysia that participated in the study had implemented SISP.
Piccoli as cited by Pollack (2010) says that strategic information
systems planning is a lengthy and rigorous ordeal and that there is no
short cut to the planning process. This process unfolds into five phases
according to him:
11
i. Strategic business planning-which is a prerequisite to systems
planning and consists of mission, future direction, targets and
strategy.
ii. Information systems assessment-which is evaluation of current
information system resources and how well they are serving the
organisation.
iii. Information systems vision-ideal role that should be pursued for
use of information system resources
iv. Information systems guidelines-set of statements that articulate
use of organisation’s technical and information systems
resources
v. Strategic initiatives-three to five long term proposals that
stipulate new initiatives for information system organisation
Hsu & Pant (1995) say that planning for information systems as for
any other system begins with the identification of needs. They continue to
say that strategic information systems planning in the present era is not
an easy task because such a process is deeply embedded in business
processes.
The rapid changes in information technology and business
environment have challenged the organisational capabilities in planning
the appropriate information systems technology strategies of
organisations. SISP consistently remains as one of the top managerial
concerns and there is a need to improve SISP (Abu Bakar et al 2009).
Abu Bakar et al (2009) say that for SISP process to be effective,
there should be the ability of both IT and business managers to transform
and exploit their knowledge for improving the organisation of SISP
processes. SISP process effectiveness is a common indicator of SISP
success. SISP studies from Kunnathur & Shi (2001), Lee & Pai (2003)
concluded that SISP process effectiveness is vital to SISP success.
12
Selemat, et al (2006) state that the extend SISP fulfills the key
objectives for an organisation offers a way to assess SISP success.
Objectives of SISP according to Selemat may include aligning IT with
business, gaining competitive advantage, identifying new and higher pay
back applications, identifying strategic applications, increasing top
management commitment, improving communications with users,
forecasting resource requirements, aligning IT resources, developing an
information architecture and increasing the visibility of IT.
To perform SISP, an organisation usually carries out a major
intensive study following one of several well defined and documented
methodologies (Selemat, et al 2006). SISP basically addresses four general
issues: aligning IS/IT plan with the organisational business plan, designing
1ST/IT architecture for the organisation in such a way that the user,
applications and databases can be integrated and network together,
efficiently allocating information systems development and operational
resource among competing applications and planning information project I
order to complete on time and within budget (Ibid 2006).
Ishak & Alias (2005), developed ISP-IPTA framework for SISP in
higher learning in Malaysia. The ISP-IPTA consists of four main phases.
The first phase is entitled “The Initial Phase of SISP Planning Process in
IHLs”. The objective of this phase is to define the SISP scope and the
implementation plan for the SISP project. The importance of this phase is
to ensure justification for the project, to monitor the change management
and project formal acceptance. This phase is the most critical phase
because it addresses the main problems identified in the status study,
namely lack of funding and expertise. Top management of the university
and the Ministry of Higher Education must be convinced of the need for
the SISP so that sufficient budget can be allocated. The team members
must be properly trained in SISP-IPTA framework to enable them become
project champions.
1,,1)
The second phase is the analysis of the university and ICT
environments. The objectives of this phase are to assess how ICT is
currently supporting the university value chain, to identify the strategic
drivers and capacity for change and to identify ICT opportunities. This
phase is important in identifying the strengths, weaknesses, opportunities
and threats to the university and benchmark IS/IT status in the university.
The third phase is ICT strategy formulation. The objectives of this
phase are to prioritise the university activities to be supported by ICT and
identify the university’s future portfolio of ICT applications, to identify the
appropriate applications development strategy, to formulate the IS service
quality management strategies, to define the ICT policies, and to identify
the financing strategy as well as other strategies related to ICT
management.
The objectives of the fourth phase are to draft the plan for change
management, define project requirement, analyse cost and benefit,
develop an action plan, obtain top management approval, review the SISP
plan and manage the SISP implementation. Ishak & Alias 2005 note that
an automated toolkit comprised of various SISP techniques and tools
support the SISP formulation process. These include SWOT Analysis, Five
Forces Model, CSF analysis, Value Chain Analysis, Application Portfofolio
Matrix and Internal Benchmarking.
In 2003, the Malaysian Administrative Modernisation and
Management Planning Unit (MAMPU) developed a framework to guide the
public sector to develop their ICT strategic plans. This framework consists
of a framework that follows a set of standard steps grouped in four major
steps: Analyse Business Environment, Analyse ICT environment, Develop
ICT Strategy and the last stage is Develop Implementation Plan. This
framework has been used in Shangai key universities and a study by Lev
2010 was carried out to investigate the status, problems and benefits of
14
strategic information systems planning implementation in Shanghai key
universities.
The research on the strategic IS planning methodologies shows
that in practice organizations use broad spectrum of methodologies. Earl
(1993) was interested in SIS planning practice and investigated the
strategic IS planning practice of 27 U.K. organizations. He proposed both
formal methods and principles of good practice. According to Lederer and
Sethi (1996), the strategic IS planning can be defined as a process of
identifying a portfolio of computer-based applications that will assist an
organization in executing its business plans and realizing its business goals
following one of several, similar well-defined methodologies.
Regardless of the methodology used, there must be some level of
coordination between the business and the strategic IS planning. Earl
(1993), Lederer & Sethi (1996), Luftman & Brier (1999), Pavri & Ang
(1995), Teo, Ang,& Pavri (1997), Teo & King (1999), all found a significant
positive relationship between the level of business and IS planning
effectiveness. It appears that the strategic IS plans are increasingly
modeled after the corporate plans, as more and more organizations seek
to leverage the benefits of IT.
Vitale, et al as cited by Hsu & Pant (1995) classify SISP
methodologies into impact and alignment where by impact methodologies
help create and justify new uses of IT, while the methodologies in the
alignment category align Information systems’ objectives with
organisational goals. Ishak & Alias (2005) say an SISP methodology is
especially useful for the inexperienced SISP developer because it provides
a systematic guideline to carry out the IS strategy formulation process.
The review of the benefits of the strategic IS planning reveals some
interesting facts. Premkumar & King (1994) studied the benefits of the
strategic IS planning on 249 organizations randomly chosen from The
Corporate 1000, a directory of the 1000 largest manufacturing and service
15
companies in the USA. In their study major benefits were improved
internal efficiency of operations, greater customer satisfaction, return on
investement, larger market share and improved sales revenue. Earl (1993)
investigated 21 U.K. organizations through field studies. The results
showed that major benefits of the strategic IS planning in U.K. companies
are aligning IS with business needs, top management support, better
priority setting and competitive advantage applications. In Singapore, Teo,
Ang and Pavri (1997) as well as Teo and King (1999) found that the
benefits from the strategic IS planning were mainly internaly focused since
top three benefits were improved productivity, improved internal
coordination and efficient and effective management of IS resources.
Groznik & Spremic (2006) carried out a study on strategic
information system planning in Slovenia. The respondents were asked to
rate the degree of benefits derived from the strategic IS planning process
on a five-point scale. According to the results, the companies highly
appreciate the benefits from the strategic IS planning process. In the
study, the most important benefits revealed were improved internal co
ordination, efficient and effective management of IS resources and
improved productivity.
TheoretkM Perspective
The conceptual framework is based on the Contingency model for
estimating success of Strategic Information Systems Planning as advanced
by Bechor et al (2009). This theory bases on the assumption that the
success of SISP is as a function of its key success factors which is the SISP
key factors and their interrelationships, the gaps ignored while doing SISP
and employing a SISP framework that will enable the SISP process to
succeed in different contexts of the planning process using different
methodologies which in the end lead to the benefits of aligning the right
IT/IS for the organization.
16
Conceptua~ Framework for SISP
Strategic Information Systems Planning (SISP) significant factors
and their interrelationships are the key factors that are critical for Strategic
Information System Planning process to be successful. These are among
others; top management involvement, organisational commitment and
IT/business relationships. SISP gaps and deficiencies are those critical
factors ignored during SISP planning. SISP framework is a clear model
that has been developed to guide Strategic Information Systems Planning.
Strategic Information Systems Planning is a process. SISP process entails
analysing business environment, analysing ICT environment, developing
ICT strategy and developing implementation plan. The SISP process is
done in line with a specific SISP methodology. Impact methodologies help
create and justify new uses of IT, while the methodologies in the
alignment category align IS objectives with organisational goals. If the
SISP process is done effectively using the right methodology, it will lead to
the benefits of SISP which are good for the management of a University.
These range from well aligned computer-based applications, cost effective
technology infrastructure, increased user satisfaction with IT, improved
internal efficiency of operations, efficient and effective management of IS
resources to improved productivity.The conceptual framework is
summarised in Figure 1.
17
Process Outnuto sJs~ significant SISP planning SISP effectiveness
factors & their process beneficial tointerrelationships e Analysing management-Top business a Well alignedmanagement environment computer-basedinvolvement a Analysing ICT applications-Organisational environment a Cost effectivecommitment • Developing ICT technology-IT/business strategy infrastructurerelationships Developing a Increased user
o SISP gaps and implementation satisfaction with ITdeficiencies plan a Improved internal
o SISP framework efficiency ofoperationsEfficient and effectivemanagement of IS
SISP methodologies (Alignment view resources& Impact view) a Improved productivity
Top-bottomo Bottom-upo SWOT Analysiso Value Chain Analysiso Critical Success Factor Analysiso Business System Planningo Strategic Systems Planningo Information Engineering
Figure 1: Contingency Model Bechor et al (2009).
Reilated Stud~es
This portion discusses past empirical investigations similar to or
related to the study.
Lev (2010), carried out a case study on strategic information
systems planning in Shanghai key universities in Yangpu District. He
investigated the current status, problems and benefits of strategic
information systems planning in those universities. He used the Malaysian
Administrative Modernization and Management Planning Unit (MAMPU)
18
guidelines to establish the findings. Findings indicate that 3 of the 4
institutions had completed SISP implementation. His research did not look
at the gaps during SISP.
Pollack (2010) presented a paper which examined the research on
strategic information systems planning. Pollack concludes in his paper
that:
SISP success occurs when an organi~ation is able to achieve
congruence between IS and organL~”ationa/ planning, and this is
achieved when the technical and general managers of an
organisation work collaboratively.
Hovelja et al (2010) measured the success of the strategic
information systems planning in enterprises in Slovenia. They found out
that even though the literature lists plenty of SISP methods with clear
theoretical merits, they find these methods too abstract and or too
cumbersome to use in practice.
Bechor, et al (2009), did a research about a contingency model for
estimating success of strategic information systems planning. The
research investigated the success of SISP as a function of its key success
factors in different components and SISP approaches, in a framework that
integrated all of the SISP components and provided a new perspective on
how the constructs are instrumental to produce SISP success.
Basahel & Irani (2009) carried out evaluation of strategic
information systems planning techniques.
Abu Bakar, et al (2009) did about conceptualization of strategic
information systems planning success model in public sector. They
proposed a conceptual framework based on absorptive capacity model for
an SISP success model in the public sector.
Selemat, et al (2006) carried out research about integrating
strategic information security with strategic information systems planning.
The study investigated the contribution of information security attributes
19
to the strategic information systems planning in an organization. The
study also introduced a new modeL of SISP embedded with information
security attributes.
Ishak & Alias (2005), carried research about designing a strategic
information systems planning methodology for Malaysian Institutes of
Higher Learning. After the research, he designed a framework which was
appropriate for the organisational requirements for Malaysian Public
Institutes of Higher Learning.
Palanisamy (2005) did research about strategic information systems
planning model for building flexibility and success. The paper provides a
model for IS planning for building flexibility and success by considering
volatile and the possibilities for leveraging the user’s cognitive capabilities.
The findings validated this model. Also the study results showed that user
expectations, perceived personal usefulness, and users’ internal flexibility
possesses a high driver power for user involvement.
Hsu (1995), reviewed literature for commonly used information
systems planning methodologies and found out that a new approach is
needed. He concluded that an integration of planning with development
and management through enterprise information resources will shorten
the response cycle and even allow for economic evaluation of information
system investment.
Leder (1988) did research about the implementation of strategic
information systems planning methodologies. The survey examined the
problems faced by information systems managers when they attempt to
implement SISP methodologies. Results suggest that the SISP
methodologies may often produce satisfactory plans but that organizations
lack the management commitment and control mechanisms to ensure that
they follow the plans.
20
ConcDus~on
From the literature review, it is clear that research on SISP has
been done in America, Malaysia, China and Europe and the researcher
found no trace of research on SISP in Africa and Uganda in particular. The
research carried out on SISP was done in big organisations and top world
universities and leaves no mention of small organisations and emerging
universities which are having meager resources to heavily invest in
IT/SISP as per the literature. The SISP frameworks the researcher found
out are in America and Malaysia and the researcher did not find any SISP
framework used in Ugandan universities.
21
CHAPTER THREE
METHODOLOGY
Research Design
The researcher employed descriptive and correlation research
design with special attention to quantitative approaches. Descriptive
design was used to establish the demographics of the respondents, the
factors for effective strategic information systems planning and the gaps
during strategic information systems planning. Descriptive correlational
design was used to establish the relationship between strategic
information systems planning and the management of Uganda martyrs
university. Correlational research design establishes relationships between
two variables and show predictions of a future event or outcome from a
variable (Rippy, 2009).
Research Popu~ation
The target population of the study was Uganda Martyrs University
which comprises of the University management, Deans, Heads of
Departments, full time academic and administrative staff and student
guild. These were chosen because they are assumed to be well acquainted
with the day-to-day running of the university. There are 6 members of
management, 8 Deans, 8 Heads of Department, 131 academic staff, 27
administrative staff and 10 Student Guild. This made a total population of
190.
Sample SizeThe Sloven’s formula was used to determine the minimum
sample size. A 95% confidence level and Margin of error = .05 are
assumed for Equation:
22
Nn=
1+N(e)2
Where n= the sample size
N= the target population
e = the margin of error
1 = the constant.
A sample size of 128 respondents was used from the target
population of 190 people.
Sampling Procedure
Samples were selected and data collected from them and
generalization on the whole population from which the sample were
chosen was made.
Purposive random sampling was used for the selection of the
university management, deans, heads of department, student guild
and administrative staff to get the right respondents with the
correct data required for the study. Stratified random sampling was
used for the academic staff to cater for the differences in the ranks
of the academic staff like Professor, Lecturer and Assistant
Lecturer. Simple random selection was used in the selection of
members of each stratum. This gave each member of the stratum
an equal chance of being selected.
Research InstrumentsQuestionnaires
Structured questionnaires were used and distributed to the
Management, Deans, Heads of Department, administrators, Academic
staff, and Student Guild. The questionnaire consisted of closed ended
questions to get the respondent’s views, opinions about the gaps and
deficiencies of the Strategic Information Systems Planning in Uganda
23
Martyrs University and the significant factors and their interrelationships
relevant to UMU for effective Strategic Information Systems Planning.
The questionnaire was based on the questionnaire previously
developed by Conrath, Ang & Mattey (1992) and McLean & Soden (1977)
on which necessary adaptation were made in accordance with the actual
situations in Uganda Martyrs University. The model questionnaire was
supplemented and successfully used in the study in Singapore by Pavri &
Ang (1995) as well as by Teo, Ang & Pavri (1997). The questionnaire for
formulating the SISP framework was used by (Lev 2010) using the MAMPU
guidelines when he conducted a research on SISP in Shanghai key
universities. The questions were modified to fit Uganda Martyrs University
situation. This questionnaire was given after three different SISP
frameworks were given to the Deputy Vice Chancellor Finance and
Administration, the Head of ICT, the Head of Information Systems, One
Administrator from the faculty of Business Administration as well as its
Dean and an Assistant Registrar in charge of Admissions and Students’
records. The questionnaire sought their views on which SISP framework is
easy to use, can be easily understood, can bring out the desired output of
SISP and if given an option to chose the framework for UMU which one
would they opt for.
Vaildity and Rellabiity of the Instrument
Since the questionnaire had been used as a valid instrument in the
previous research studies, there was no need to investigate its
reliability and validity.
24
Data Gathelling Procedures
Before the administration of the questionnaires
1. An introduction letter was obtained from the School of Post
Graduate Studies and Research for the researcher to solicit
approval to conduct the study from Uganda Martyrs University
2. A formal request to collect data was given to the Director Human
Resources, Uganda Martyrs University.
3. When approved, the researcher secured a list of the qualified
respondents from the school authorities in charge and select
through systematic random sampling from this list to arrive at the
minimum sample size.
4. The respondents were explained about the study and an informal
consent was obtained from each respondent.
5. Reproduced more than enough questionnaires for distribution.
6. Selected research assistants who assisted in the data collection;
briefed and oriented them in order to be consistent in administering
the questionnaires.
During the administration of the questionnaires
1. The respondents were requested to answer completely and not to
leave any part of the questionnaires unanswered.
2. The researcher and assistants emphasized retrieval of the
questionnaires within five days from the date of distribution.
3. On retrieval, all returned questionnaires checked if all are
answered.
After the administration of the questionnafres
The data gathered was collated, encoded into the computer and
statistically treated using the Statistical Package for Social Sciences
(SPSS).
25
Data Anailys~s
Quantitative data was collected through a structured questionnaire,
coded and entered into Statistical Package for Social Scientists (SPSS
version 16).
The frequency and percentage distribution were used to determine
the demographic characteristics of the respondents.
The mean and standard deviations were applied for the significant
factors and the gaps for Strategic Information Systems Planning.
The following mean ranges were used to arrive at the mean of the
individual indicators and interpretation:
A. For the SISP sIqniflcant factors
Mean Range Response Mode Interpretation
3.26-4.00 Most important Very satisfactory2.51-3.25 Important Satisfactory1.76-2.50 Less important Fair1.00-1.75 Least important Poor
B. For the 51SF’ gaps
Mean Range Response Mode Interpretation
3.26-4.00 Strongly Agree Very wide gap2.51-3.25 Agree There is a gap1.76-2.50 Disagree No gap1.00-1.75 Strongly Disagree No gap at all
C~ For the 51SF’ tasks
Mean Range Response Mode Interpretation
3.26-4.00 Very important Very necessary2.51-3.25 Important Necessary1.76-2.50 Less important Can be left1.00-1.75 Least important Should be left
The Pearson correlation was utilized to test the relationship
between Strategic Information Systems Planning and the management of
Uganda Martyrs University at 0.05 level of significance.
26
Ethicail Considerat~ons
To ensure confidentiality of the information provided by the
respondents and to ascertain the practice of ethics in this study, the
following activities were implemented by the researcher:
1. Sought permission to adopt the standardized questionnaire on strategic
information systems planning and the management through a written
communication to the author.
2. The respondents departments and job descriptions were coded instead
of reflecting the names, gender and age.
3. Solicited permission through a written request to the Director Human
Resources Uganda Martyrs University in the study.
4. Requested an informal consent from the respondents
5. Acknowledged the authors quoted in this study and the author of the
standardized instrument through citations and referencing.
6. Present the findings in a generalized manner.
Limitat~ons of the Study
In view of the threats to validity, the researcher claimed an
allowable 5% margin of error at 0.05 level of significance
1. Extraneous variables some key informants may not have revealed in
detail the gaps that are affecting Strategic Information Systems
Planning at UMU and as such, this may have affected the content
validity of the third research question.
2. Attrition/Mortallty Not all questionnaires returned were completely
answered due to circumstances on the part of the respondents such as
travels, sickness, hospitalization and refusal/withdrawal to participate.
In this case, the researcher reserved more respondents by exceeding
the minimum sample size. The respondents were reminded not to
leave any item in the questionnaires unanswered and were closely
followed up as to the date of retrieval.
27
CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
IntroductionThis chapter presents, analyses and interprets data Research
Question by Research Question. Before the presentation, analysis and
interpretation of data, the researcher presents statistics regarding the
response rate.
Response Rate of the RespondentsA total of 180 questionnaires were administered and out of which
128 were returned representing a response rate of 71 percent. This meets
the requirements of 54 percent or higher stipulated by Holbrook et al
(2005) as being a more accurate representation. Therefore in this study,
128 questionnaires were analyzed and used to answer the research
questions and test the hypothesis. Table 1 below shows the number of
returned questionnaire from the various faculties and departments that
were given the self administered questionnaire.
Tab’e 1A:Response rate
Number Percent (%)
Total given out 180 100
Total returned 128 71
Source: SPSS
28
Tab~e 1B:Response rate per department
Department/FacultyQuestionnaires given out Questionnaires returned
Vice Chancellor 3 2
Finance 5 3
Accounts 5 2
Registry 6 5
Library 5 3
Procurement 2 1ICT 5 3
Information Systems i 1
Distance Learning Studies 2 1
Good Governance is 10
Micro Finance 10 7Estates 1 1
Agriculture io 9
Health Science iS 12Built Environment io 6
Science 25 20Business Administration and Management 15 13
Institute of Ethics and Development Studies 15 8
Humanities 10 4Education 20 17
Total 180 128
Source: Primary data (2012)
Demographic characteristics of respondents
This section presents the different categories of respondents. These
are the Students Guild who are the students’ leaders at the University.
They are engaged in the today running management of students’ fair at
the University in liaison with the Office of the Dean of Students. The other
category is that of Administrators. These are the Faculty, Institute or
Department staffs who deal in administrative issues of the University.
These are involved in the day to day running of the Faculties. The other
category is that of Lecturers. These are further clustered into Professors,
Lectures, Assistant Lectures and Assistant Librarian. These people are
involved in the teaching and learning, research and outreach, the core
objectives of the University. Management is the other category.
Management are the top most University staff who are mandated by the
29
University Governing Council to carry out the day to day running of the
University on their behalf. They include the Vice Chancellor, the Deputy
Vice Chancellor Academics, the Deputy Vice Chancellor Finance and
Administration, the Registrar, the Chief Finance Officer and the Dean of
Students. The University to achieve its goals is enforced by Management
who have powers entrusted to them by Uganda Martyrs University Charter
and Statutes.
The purpose of this information is to help the readers in
understanding the situation and bring on board the nature of people who
either answered the questionnaire or were interviewed, which will help the
reader to judge the authenticity of the findings.
This data was received from Section A of the Questionnaire
(Appendix IV). Table 2 shows the frequencies of respondents and their
corresponding percentages grouped into seven categories, namely:
Students Guild, Administrators, Professors, Lectures, Assistant Lecturers,
Assistant Librarians, and Management.
Tab’e 2:Categories of respondents
Category Frequency Percent (%)Students Guild 12 9.4Administrators 23 18.0Professor 3 2.3Lecturer 74 57.8Assistant Lecturer 12 9.4Assistant Librarian 3 2.3Management 1 .8Total 128 100.0
Source: Pr~mary data (2012)
From Table 2, Lectures constituted the greatest frequency (74),
contributing more than a half (57.8 percent) of the respondents. Next to
the lecturers were administrators who constituted 18.Opercent of the
respondents. Students Guild and Assistant Lectures came up with the
same frequency, each of these contributing 9.4 percent of the
respondents. Professors and Assistant Librarians had the same frequency
and each contributed 2.3 percent to the number of respondents.
Management had the lowest frequency (only one person came from
management, contributing 0.8 percent to the number of respondents)
The factors relievant to UMU for effective Strategic Information
Systems P~anning
To solicit answers to this research question, Questions 2 and 3 from
the self administered questionnaire were used. Descriptive statistics were
calculated to look for the mean and the percentage for the different
responses for questions in the questionnaire. These statistics helped to get
an understanding of what factors are relevant for UMU to have an
effective SISP. The findings are presented in Table 3a and 3b.
Tab~e 3a:
Factors for successfua strategic information systems p~anning
n~128Factor Mean Interpretation Rank
Anticipating likely changes in information Very important 14.9828
Being able to obtain sufficient qualified personnel Very important 44.9483
Deciding on appropriate planning horizon Very important 54.9138
Getting top management support for the planning Very important I4.9828
Source: Primary data (2012)
31
Table 3b:
Factors for successful strategic information systems planningn=128
Having a clear cut corporate plan Very iinportant 34.9655
Having a clear, concise, formal, planning Very important 64.8448
Having free communication and commitment to change Very important 93.9828
Having good IT! business relationships Very important 74.1897
Having good user-information system relations Very important 84.1207
Having organizational commitment Very important 123.9138
Investing sufficient ‘front end’ time Very important 103.9649
Taking into account the politics side of SISP. Very iinportant 1 13.9483
Source: Primary data (2012)
Mean Range Response Mode Interpretation
3.26-4.00 Very important Very necessary2.51-3.25 Important Necessary1.76-2.50 Less important Can be left1.00-1.75 Least important Should be left
Generally from Table 3a and 3b, all the factors were weighed very
important. This means that all the factors are very necessary to have an
effective strategic information systems plan. In terms of ranking,
anticipating likely changes in information and getting top management
support for the planning rank number one. Having a clear cut corporate
plan ranked third. Being able to obtain sufficient qualified personnel
ranked fourth, deciding on appropriate planning horizon ranked fifth,
having a clear, concise, formal, planning ranked sixth, having good IT/
business relationships ranked seventh, having good user-information
32
system relations ranked eight, having free communication and
commitment to change ranked ninth, investing sufficient ‘front end’ time
ranked tenth, taking into account the politics side of SISP ranked eleventh
and having organizational commitment ranked twelfth.
The ranking of the factors above is according to the order of
importance and significance. This means that these factors are relevant to
UMU for effective implementation of Strategic Information Systems
Planning.
The results agree with the earlier researches done by Eral (1993),
Teo, Ang & Pavri (1997), Teo & King (1999), Groznik & Spremic (2006)
about the Critical Success Factors for effective implementation of SISP in
any organisation. Their research put top management involvement and
support at the helm of the factors as this research has found out.
The finding above are also in agreement with the research done by
Pollack (2010) who says that the critical success factors for SISP are
interrelated in one way or another and in carrying out SISP, it should be a
collaborative planning challenge of parties involved like the top managers,
business unit managers, technology and systems professionals and
sometimes external stakeholders to cater for the CSFs because they affect
the successful implementation of SISP in an organisation.
The respondents were then asked whether they agree, disagree or
if they didn’t know whether the absence or failure of one of the above
critical factors would make the Strategic Information Systems planning
process not effective. Varied responses were given; and these responses
have been summarised in Figure 2.
33
Figure 2:
Proportion of respondents on seriousness of factors
Source: Primary data (2012)
According to Figure 2 above, a higher percentage (45.3lpercent)
compared to (41.4lpercent) was in agreement that the absence or failure
of one of the above critical factors would make the Strategic Information
Systems planning process not effective. This is in agreement with the
findings from the percentage frequencies on the most important and
important factors (Table 3).
This finding is in tandem with Leder and Sethi (1996) who say that
to have an effective IS plan is far from easy because it is not easy to tell
the effect an omission of one of the CSFs will have on the successful
implementation of SISP.
The gaps during Strategic Information Systems PDanning at
Uganda Martyrs University
To identify the gaps and deficiencies of Strategic Information
Systems Planning at Uganda Martyrs University (UMU), questions in
section C of the self administered questionnaire were used. The gaps and
34
deficiencies for the SISP at UMU were identified by descriptive statistics
challenging the current practice in the SISP at UMU with concepts and
recommendations from literature and the propositions of the respondents
that participated in the research study. The results from the respondents
shown in table 4.
Table 4:
Gaps during Strategic Information Systems Planning
n=128Gap Mean Interpretation Rank
Bottom up methodology used in Strategic Information 13.8333 Very wide gap
Systems Planning in the faculty/department
Only ICT people responsible for the Strategic Information 23.0000 There is a gap
Systems Planning at UMU
Strategic Information System plan not aligned after the 32.0000 No gap
corporate plan of the university/faculty/department?
Do not participate in the strategic plan 2.0000 No gap 3
Do not usually have Strategic Information Systems Planning 4. 1.8333 No gap at all
during strategic planning
Source: Primary data (2012)
Mean Range Response Mode Interpretation
3.26-4.00 Strongly Agree Very wide gap2.51-3.25 Agree There is a gap1.76-2.50 Disagree No gap1.00-1.75 Strongly Disagree No gap at all
From table 4, there is a very wide gap in the methodology used in
SISP planning. The bottom up methodology is highly used. There is also a
gap in terms of the people responsible for strategic information systems
planning. The ICT personnel are the main people responsible for strategic
information systems planning. There is no gap in as far as the SISP plan
being aligned to the corporate plan, individuals participating in SISP and
having SISP during the strategic planning.
The results are in agreement with Pollack (2010) who asserts that
Strategic Information Systems Planning was previously the work of
35
technology and systems professionals but now has changed to be a
collaborative planning challenge of parties including top managers,
business unit managers, technology and systems professionals, and
sometimes external stakeholders.
The different tasks necessary for Strategic Information System
PDanning in Uganda Martyrs University
To come up with the tasks for a suitable framework for effective
Strategic Planning, the researcher made three different frameworks from
different authors and availed copies to the ICT Head of Department, the
Information Systems Head of Department, the Administrator in the Faculty
of Business Administration as well as its Dean and the Chairperson
Planning Committee of the University. These people were chosen because
from the interviews conducted with the Chairperson Planning Committee;
the Deans, The ICT Head of Department, the Faculty Administrators as
well as the Planning Department should be responsible for Strategic
Information Systems Planning at Uganda Martyrs University.
The frameworks that were given are: The Malaysian Administrative
Modernization and Management Planning Unit (MAMPU) 2003 framework,
the ISP-IPTA framework for Higher Learning in Malaysia developed by
Ishak and Alias 2005 and the Cassidy Anita 2006 framework.
After two months, the selected people were individually given a
questionnaire regarding the different tasks for an effective Strategic
Information Systems Plan to find out if they have been using the different
tasks in Uganda Martyrs University Strategic Information Systems
Planning. The framework adopts a four-stage approach that answers the
why, what, how and when questions for each activity of the formulation of
an Information Systems Strategic Plan.
The four implementation stages are:
1. Analysis of university environment
36
2. Analysis of IT/IS environment
3. Development of IT/IS strategy
4. Development of implementation plan.
Each stage consists of several phases, which also comprise of
several tasks. The results are shown in table 5a, 5b and Sc.
Source: Primary data (2012)
Mean Range Response Mode
3.26-4.00 Strongly Agree
2.51-3.25 Agree
1.76-2.50 Disagree
1.00-1.75 Strongly Disagree
Interpretation
Very satisfactory implemented
Satisfactory implemented
Fair implemented
Poor implemented
Table 5a:Tasks for successful strategic information systems planning
_____________________ n=128Task Mean Interpretation Rank
Analysis of Universityenvironment
Understand background of Uganda Poorly implemented 21.1429Martyrs University(UMU)
Understand UMU vision and mission 1.0000 Poorly implemented 6
Understand UMU corporate strategy 1.0000 Poorly implemented 6
Review current issues and chances 1,1429 Poorly implemented 2
Develop first cut vision of opportunities Poorly implemented 11.5000and directions
Do SWOT analysis i.oooo Poorly implemented 6
Understand current business trends 1.1429 Poorly implemented 2
Identify immediate IT implication 1.1429 Poorly implemented 2
37
From table 5a, all the tasks are poorly implemented by Uganda
Martyrs University. The findings rank developing first cut vision of
opportunities as number one, understanding current business trends,
identifying immediate IT implications, Understanding background of
Uganda Martyrs University and Reviewing current issues and chances as
second. Understanding UMU vision and mission, Understand UMU
corporate strategy and Doing a SWOT analysis are ranked sixth. This
means that the least ranked is the least implemented task.
The findings for the SISP tasks agree with the MAMPU (2003)
framework contents of the first stage of SISP which is Analyse Business
Environment. The first stage according to MAMPU, ibid should analyze
organisation main functions, business issues, opportunities and outcomes.
The findings are in tandem with Lev(2010) research findings where
by the respondents perceived understanding background of agency,
agency vision and mission, corporate strategy, reviewing current issues
and chances, developing first cut vision of opportunities and directions,
determining agency value-chain and understanding current business
trends as being important.
38
Table 5b:
Tasks for successful strategic information systems planning
n=128Tasks in analysis of ITEnvironment Mean Interpretation Rank
Review current IT strategy, plans and budget 1.0000 Poorly implemented 6
Review high level current IT environment 1.1429 Poorly implemented 1
Assess IT organisation and management 1.0000 Poorly implemented 6
Assess applications and data 1.1429 Poorly implemented 1
Assess technology and infrastructure 1.0000 Poorly implemented 6
Assess service delivery 1.2857 Poorly implemented 5
Assess strategic impact 1.1429 Poorly implemented 1
Consolidate findings 1.2857 Poorly implemented
Identify short term IT improvement projects 1.1429 Poorly implemented 1
Source: Primary data (2012)
Mean Range Response Mode Interpretation
3.26-4.00 Strongly Agree Very satisfactory implemented
2.51-3.25 Agree Satisfactory implemented
1.76-2.50 Disagree Fair implemented
1.00-1.75 Strongly Disagree Poorly implemented
From table 5b, all the tasks in the analysis of the IT environment
are poorly implemented. The ranks reveal that reviewing high level current
IT environments, assessing applications and data and identifying short
term IT improvement projects rank number one. Assessing service
delivery and consolidating findings rank number five. Mean while
reviewing current IT strategy, plans and budget, assessing IT organisation
and management, assessing technology and infrastructure rank number
six. This means that that is the order of importance of those tasks in this
phase.
39
Source: Primary data (2012)
Mean Range
3.26-4.00
2.51-3.25
1.76-2.50
1.00-1.75From table
applications that is
p~ann~ng
Response Mode Interpretat~on
Strongly Agree Very satisfactory implemented
Agree Satisfactory implemented
Disagree Fair implemented
Strongly Disagree Poor implemented5c, its only the task of developing initial target
satisfactorily implemented. The rest of the tasks in the
Tab~e 5c:
Tasks for successfu~ strategk ~nformation systems
n~128Tasks ~n Dev&opment of IT/IS Rankstrategy Mean Interpretation
Poorly 2Identify major IT opportunities 1.1429 implemented
Poorly 8Determine the benefits of IT opportunities 1.0000 implemented
Poorly 2Determine risks of IT opportunities 1.1429 implemented
Satisfactorily 1Develop initial target applications 4.0000 implemented
Poorly 2Build target applications 1.1429 implemented
Poorly 2Prioritize target applications 1.1429 implemented
Poorly 2Confirm target applications to management 1.1429 implemented
Poorly 2Identify technology trends 1.1429 implemented
Poorly 9Define principles for technology strategies 1.0000 implemented
PoorlyDetermine technology requirements 1.0000 implemented
PoorlyDetermine technology architecture 1.0000 implemented
PoorlyFormulate technology strategy 1.0000 implemented
PoorlyRevisit IT organisation and management issues 1.0000 implemented
PoorlyIdentify IT service and skills required 1.0000 implemented
Poorly 2Develop IT governance framework 1.1429 implemented
40
development of IT/IS strategy are poorly implemented. The ranks show
that much as most of the tasks are poorly implemented, the order of
importance differs.
The findings also agree with Lev (ibid) findings that all tasks in this
stage are very important in order to have an effective SISP.
Table 5d:Tasks for successful strategic information systems planning
;ks in_implementation plan
Develop and rank projects
Prepare for transition strategy
Formulate implementation strategy
Estimate project costing
of funds
Source: Primary
Mean Range Response
3.26-4.00 Strongly Agree
2.51-3.25 Agree
1.76-2.50 Disagree
1.00-1.75 Strongly Disagree
From Table 5d, all the tasks in the implementation plan are poorly
implemented. In terms of ranking, preparing for transition strategy is
ranked number one. Developing and ranking projects, formulating
implementation strategy, estimating project costs and sourcing for funds
are all ranked second. This means that that they are ranked according to
the order of importance.
The findings also agree with Lev, ibid, research where all tasks in
this stage were perceived as being important.
Mode Interpretation
Very satisfactory implemented
Satisfactory implemented
Fair implemented
Poor implemented
41
Tab~e6Rebtionship between strategic information systems pilanning and
the manaqement of Uganda Martyrs UniversitVariab~es Computed P-va’ue Interpretation Decisioncorr&ated r-va~ue of corr&ation on HO
Strategic 0. .846 0.000 Significant RejectInformation
SystemsPlanning Vs
Level ofmanagement ofUganda Martyrs
University
P< .05=significant, r=0.846 positive correlation
Source: Primary data (2O12)~
Table 6 indicated that there is a significant relationship
between strategic information systems planning and the management of
Uganda Martyrs University. The positive correlation implies that an
increase in effective SISP mean an increase in better management of
Uganda Martyrs University.
42
Tab~e 7Regress~on anallysis between Dependent and Independent
variab~es
Var~ab~es Comput R2 P-Vague Interpretat~o Decisionregressed ed F- n of on HO
vallue correiat~on
Level of UMU 0.038 0.000~ 0.000 Significant Rejectmanagementv StrategicInformation
systems
P<~O5=sãgniñcant effect, F=O~O38
Source: Primary data (2012)
Table 7 shows that there is a significant effect between Dependent
and Independent variables, which means that strategic information
systems planning does predict the level of management in Uganda Martyrs
University.
CHAPTER FIVE
FINDINGS, CONCLUSIONS, RECOMMENDATIONS
FINDINGS
The following are the key findings of this study:
1. Lecturers are the majority followed by administrators in the service
of Uganda Martyrs University management. The students’ guild
follow and the least are members of management.
2. There are significant factors necessary for an effective Strategic
Information Systems Planning. All these factors are very necessary
to have an effective Strategic Information Systems Plan and ranked
according to order of importance. An absence or neglect of one or
more of these factors will have an effect on strategic information
systems planning.
3. Uganda Martyrs University uses bottom up methodology for
Strategic Information Systems Planning (SISP) and this is the
widest gap identified in the study followed by the ICT personnel as
the main people responsible for SISP.
4. Most of the tasks used in Strategic Information Systems Planning at
Uganda Martyrs University are poorly implemented.
5. There is a significant relationship between Strategic Information
Systems Planning and the management of Uganda Martyrs
University.
6. Strategic Information Systems Planning can predict the level of
management in Uganda martyrs University.
CONCLUSIONS
The following are the conclusions of the study:
1. Strategic Information Systems Planning can cause an effect in the
management of Uganda Martyrs University.
44
2. The relationship between Strategic Information Systems Planning
and the management of Uganda Martyrs University is positive.
3. There is a significant relationship between Strategic Information
Systems Planning and the management of Uganda Martyrs
University.
4. Strategic Information Systems Planning predicts the management
of Uganda Martyrs University.
5. The study confirms the theory advanced by Bechor et al (2009) that
the success of SISP is as a function of its key success factors which
is the SISP key factors and their interrelationships, the gaps ignored
while doing SISP and employing a SISP framework that will enable
the SISP process to succeed in different contexts of the planning
process using different methodologies which in the end lead to the
benefits of aligning the right IT/IS for the organization and
consequently its management.
RECOMMENDATIONS
1. Uganda Martyrs University (UMU) should effectively use the critical
success factors to achieve an effective Strategic Information
Systems Planning process. Top management should take a lead in
Strategic Information Systems Planning and employ the qualified
personnel in the Information and Communication (ICT) Department
to facilitate an effective Strategic Information Systems Planning.
2. Uganda Martyrs University should fill the gaps and deficiencies
during Strategic Information Systems Planning by:
3. Uganda Martyrs University should make faculties and departments
participate in Strategic Information Systems Planning during
Strategic Planning.
4. Uganda Martyrs University should keep on aligning the Information
Systems Plan with the University Strategic Plan
45
5. Uganda Martyrs University should use the Top-down approach for
Strategic Information Systems Planning instead of the bottom up
methodology.
6. Uganda Martyrs University should satisfactorily implement the
different tasks of Strategic Information Systems Planning to
enhance its Information Systems planning for better management
of the University.
Areas of further research
The researcher did not find out the extend to which the gaps and
deficiencies affect the SISP process. This should be investigated further.
The researcher found out a significant relationship between the
Critical Success Factors but did not go further to investigate the effect of
the relationship on SISP.
46
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Quartely, Voll7, pp 951-952.
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50
APPENDIX I
TRANSMITAL LETTER
Ggdba Road - KansangaPD Box 20000, Kampa’a, Uganda
11 11 KAMPA~ TeL *256- 41- 266613/ ÷256- 41-267634I I I I INTERNATIONAL Fax: ~-256- 41- 501974
I U UNIVERSITY 0- rnai~: adminQKu.acugWebaSe: www.k~u~C.t,9 _______~
OFFICE OF THE COORDINATOR, BUSINESS AND MANAGEMENTSCHOOL OF POSTGRADUATE STUDIES AND RESEARCH (SPGSR)
August 17.2011L)ear Sir~ Madam,
RE: REQUEST FOR KULE AB~~1IAM MBA/42539!92/1)1JTO CONDUCT RESEARCH IN YOUR ORGANIZATION
The above mentioned is a honafide student of Kampala International Universitypursuing a Masters of Business Administration (Information Technology).
He is currently conducting a field research of which the title is “StrategicInformation Systems Planning Effectiveness in Uganda Martyrs University~”
Your organization has boon identihed as a valuable source of information portaining tohR rest-arch project, The purpose of this letter is to roquest you to avail l1~m with Ma
partifltnlt nrormation he may n.tod.
V~j rMrmauon shared with him from your organization shall be treated w~tn utmost~ontidenaakty~
Pny assistance rendered to him will be highly appreciated.
Yours truly,~ 72~-.
Mr. Malinga RamadhanCoordinator.’Business and Management, (SPGSR)
‘Exploring the Heights’
51
APPENDIX IIINFORMED CONSENT
gat tdaart
ni~crsi.t\
making a difference
Office of the Director~ Human Resources
n tsr / St ii A bratian Kulef Sertcrnher 2(1 1
Nkovi. 5 September 201 1
Mr. Kale Abraham..
Katapala I ternanonal I ni versus,
POlIo>. 20000..
Kampala.
l)ew Mr. Kale,
Re: Permission to conduct an educatIon research at Uganda Martyrs (‘aRersip
~i in receipt a fyour leper dated 26a ,‘\uaust 20 1, on the above sub~cct. You requested w c idict
esearch as a partial requirement ha’ the award of the degree of Master of Business A.dministi ation in
In ha mellon I cchnolog> of Kampala International l’niver~itv, \ou are thcrehre p K en pcrrmssion to
‘5id~t th~ resc’aj’cli,
i wish ~ ou success in your da~i cot lect~on and hoping that ~ our research ~ ill help the I nivcrsiiy in
hs held of Stratenic lnliirtnation Systems Pl:mnina EfI~ctiveness,
Yours sinecrcly~
I’ uschio \. Katordostol)ircctor, I luman Resources
cc. I )Vf’. AA
“‘n, Sin ‘ftc’. in Pt) ici S IS - Kampala -1111” ct ‘it trrts2,4,o,~t) U-intl c:rcctl
52
APPENDIX III
CALCULATION OF THE SAMPLE
Samp~e SizeUsing the Solve’s formulae, A 95% confidence level and Precision(P) = .05
are assumed for Equation
Nfl
1
Where n is the sample size, N is the population size, and e is the level of
precision. When this formula is applied to the population of 105 people,
the sample size is thus calculated:
n=190
1+ 190(0.05)2
n=190
1+ 190(0.0025)
n=190
1+0.475
n=190
1.475
n=128
Therefore the sample size for 190 target population is 128.
53
Questionnaire
APPENDIX IV
RESEARCH INSTRUMENT
Section A: Background information.Please provide the following information for purposes of classifying the data.1. Please indicate under which faculty or deoartment you belong
Section B: Establishing factors relevant for strategic information systemsplanning at LJMU
2. Please weight (5 = most important, 1 = least important) the importance of thecrucial factors for success of the Strateciic IS Plan.
CHALLENGES/Crucial factors 5 4 3 2Getting top management support for the planning effortsHaving a clear~cut corporate plan to guide IS planning effortsHaving organizational commitmentHaving good IT/business relationshipsHaving good user-IS relationshipsBeing able to obtain sufficient qualified personnel to do aproper job — — — — —
Anticipating likely changes in information technology (andenvironmental changes) which might affect the strategic IS
Department/Facuftv Indicate with a tick here where you belonciVice ChancellorFinanceAccountsRegistryProcurementicrInformation SystemsDistance LearningGood GovernanceMicro FinanceEstatesEducationAgricultureHealth ScienceArchitectureScienceBAMIEDSHumanities2. Please indicate under which cat~pry you belong.Category Place your tick hereStudentAdministratorLecturer( indicate at what level) Prof. Lecturer Asst. LecturerManagement
54
planning process — —
Having a clear, concise, formal, planning procedure — — —
Having free communication and commitment to changethrough the organization — — —
Investing sufficient ‘front end time to ensure that all planningtasks and individual responsibilities are well understood — —
Deciding on an appropriate planning horizonTaking into account the people and politics side of strategic ISplanning system — —
3. Do you agree that the absence or failure of one of the above critical factors willmake the SISP process not be effective?
o Agree
o Disagree
o I don’t know
Section C: Identifying the gaps and deficiencies of Strategic Information
Systems Planning at Uganda Martyrs University (UMU).
4. Does your department/faculty participate in strategic planning for the university?o Yes continue with the rest of the questionnaireo No please return the questionnaire
5. How do you participate in the strategic plan? Please tick one optiono Bottom-up (The dept/faculty identifies the major decision areas, management and/or
operational system needs, possible information gaps and operating inefficiencies thatwould be improved with information development efforts)
o Top-down (Management identifies projects to be developed by examining the existingorganization’s business plans for potential support requirements)
o Combination of both
o Others (Please specify)
6. During the strategic planning process of your department, do you usually considerthe Strategic Information System Planning (SISP)? NB. SISP is the process ofidentifying a portfolio of computer-based applications that will assist anorganisation in executing its business plans and realising its businessgoals.
Agree L I Disagree _______
If you answered disagree, is your department/faculty having an independent SISP?
Agree L Disagree L ~1 I don’t kL
7. Which people are responsible for the Strategic Information Systems Planning atUMU?
55
The managementu Deans/Directors/Heads of Department~ ICTdept~ Information Systems dept~ System Engineersu Allof the above~ Others (Please specify)
8. Which planning methodology is used in strategic Information System planning inyour faculty/department? (tick one)~ Bottom-up (ICT system analyst interview users to identify the major decision
areas, management and/or operational system needs, possible informationgaps and operating inefficiencies that would be improved with informationdevelopment efforts)
u Top-down (ICT department identifies projects to be developed by examiningthe existing organization’s business plans for potential support requirements)
~ Combination of both~ Others (Please specify)u I don’t know
9. Is the strategic Information System (IS) plan modeled after the corporate plan ofyour university/faculty/department?U Agreec~ Disagree~ I don’t know
Section D: The different tasks for Strategic Information Systems Planning (ForKey informants only)
10. For this section, place a tick for how you perceive the tasks implementation inStrategic Information System Planning at UMU.
Criteria: i=Very satisfactorily implemented; 2=Implemented; 3=Not implementedA. Analysis of University Environment Tick one alternative hereCriteria 1 2 3
Phase_1:_Develop_LIMU overviewTi. Understand background of UMUT2. Understand UMU vision and mission
Phase 2: Review ofcurrent LIMU environmentT3. Understand UMU corporate strategyT4. Review current issues and chancesT5. Develop first cut vision of opportunities & directionsT6. Do SWOT analysisPhase 3: Identify areas ofpotenti~/ strategic advantage
T7. Understand current business trendsT8. Identify immediate IT implicationNB. 1: Very important; 2: Important; 3: Notimportant
B. Analysis of IT environment Tick one alternative hereCriteria 1 2 3
Phase!:_Perform ITassessmentT9. Review current IT strategy, plans & budget
56
Educational Background
Master of Business Administration-if (K.I.U)
B.A (SPS) (MAK)
UACE (St. Mary’s Seminary)
UCE (St. John’s Seminary)
Work Experience
(Candidate)
(2003)
(1999)
(1996)
5 years Editor, Uganda Martyrs University
2 Executive Secretary, Rwenzori Action for Life Improvement
Awards
• Southern Junior Researchers’ Award 2009 by IDRC. Available at
htlp : //ict4dgra nts.orgL
• VLIR-UOS awards scholarships for International Training
Programmes in Audio Visual Learning Materials (AVLM) —
Production and Management at Katholieke Universiteit Leuven.8th May to July 2nd 2008.
I, Abraham Kule confirm that the content of this CV is correct as of2012.
Personal Profile
Name:
Gender:
Nationality:
RESEARCHER’ S CURRICULUM VITAE
Abraham Kule
Male
Ugandan
58
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